Assessment Task

3
MONITOR AND REVIEW OPERATIONAL PERFORMANCE

Assessment Submission details:

1. Please include following details on the top of your assessment:

● Your Name
● Your Student Id
● Your Trainer’s name
● Assessment Due Date
● Actual Submission Date
Please Note: Any changes in the assessment due date must be approved by your trainer.

2. This assessment must be in Microsoft word format. Following settings should be made for this assignment
to keep consistency among all the assessments:

Body text Page setup

● Font: Times New Roman ● Top: 2.54 cm

● Font size: 12 point ● Bottom: 2.54 cm
● Line spacing: Double ● Left: 3.17 cm
● Text style: Normal ● Right: 3.17 cm
● Header: 1.25 cm
● Footer: 1.25 cm

3. Do not forget to attach the Cover Sheet at the front of the assessment.
4. Make sure you have signed the Cover sheet to declare this is your own work.
5. You can e-mail this assessment to your trainer’s e-mail address with following
details: In ‘subject’ mention your ‘student Id – Your name’.

Achieving Competence:

To be deemed competent in this assessment you must:

● Correctly address all of the assessment requirements as described in this task

● Correctly address all of the submission instructions
● Successfully complete the Assessment Questions
●
● Submit assessment on or before the due date with an assessment cover sheet

Assessment Task 3 1
BSBMGT517 Manage operational plan
Sep 18
Performance objective:
You will demonstrate skills and knowledge required to monitor and review operational performance.

Assessment description:
In response to a simulated business scenario, and using work completed in Assessment Task 1, you
will develop, monitor and review performance systems, analyse performance, identify areas of
underperformance, take prompt remedial action and report on operational performance.

In accordance with contingency planning developed in Assessment Task 1, you will take prompt action
to address employee underperformance. In a role-play, you will coach the employee in accordance
with performance management systems.

You will then prepare and present, in a second role-play, a management report describing the
performance system, performance results and recommendations for changes to operational plans.
During the role-play, you will negotiate changes to operational plans and gain approval for
recommendations from the Operations General Manager (the facilitator/assessor).

Assessment Questions:
1. Read the simulated BBQfun scenario information provided in Appendix 1 of this task and in
the business, documentation provided by your assessor (the same documentation provided in
Assessment Task 1).
2. Prepare a plan for monitoring performance from the start of implementation to the end of the
financial year. You may use the action plan template (provided in Appendix 2) or create your
own plan. Ensure you include plans for monitoring and/or documenting:
a. budgetary and financial performance
b. productivity performance
c. employee performance in line with performance management policy
d. milestone achievement and performance against targets
e. dates for monitoring activities in line with scenario
f. resources for monitoring
g. progress reporting at the end of each quarter to the Operations General Manager
h. regular performance management of online staff and lodgement of records with the
HR Manager
 i. describes the development and implementation of document storage processes in line with
organisational requirements.
3. Ensure that:
a. your plan uses language appropriate for your target audience
b. you keep copies of your work for your records and in line with the document
storage processes you have described in your plan.
4. Identify areas of employee underperformance, determine possible remedial actions and
prepare to performance manage underperforming employees. Refer to, follow, or adapt,
existing contingency plan for underperforming employees (developed in Assessment Task 1).
5. Follow your contingency plan and the BBQfun performance management policy to coach
and performance manage an underperforming employee.
a. Arrange with your assessor to role-play the coaching session. You may wish to use
the performance management plan template and coaching plan template (provided
in Appendices 3 and 4 of this task) to prepare for the coaching session.
b. Make sure you begin a coaching session with an explanation of your role as a coach
in supporting the employee to meet BBQfun’s organisational goals.
6. Analyse operational performance as described in scenario, and produce an operational plan
status report based on the information provided in Appendix 1. You may wish to use the
Operational Status Report template (provided in Appendix 5). You will also need to include
in your report:
a. a description of budgetary and financial performance
b. a description of productivity performance
c. an analysis of milestone achievement and performance against targets
d. three recommendations for operational improvement.
7. Arrange a time to meet with your assessor to role-play the presentation of your report to the
Operations General Manager and negotiate recommendations – involving, for example, changes
to plans, changes to implementation of plans, changes to budget, etc. – and seek approval for
the implementation of your recommendations.
8. Amend your report to include any variations you have made to your contingency plan as a
result of issues you encountered or may have overlooked.
9. Submit a portfolio of your implementation documents as outlined in the specifications below.
Keep copies of your work for your records.

Specifications
 You must:
● participate in two role-plays:
○ coaching an underperforming employee

○ presentation of report to Operations General Manager

● submit a portfolio that includes:

○ a monitoring plan
○ a contingency plan (amended from Assessment Task 1) for managing
employee underperformance
○ a coaching and performance management plan
○ an operational plan status report, including:

– a description of budgetary and financial performance

– a description of productivity performance

– an analysis of milestone achievement and performance against targets

– three recommendations for operational improvement.

– an outline of any variations made to your contingency

plan. Your assessor will be looking for:

● reading and writing skills to access, interpret and use workplace information and to write a
practical monitoring plan and management report
● oral communication skills to present information in a clear and professional manner
to underperformers and management, listen and comprehend information and
confirm understanding through questioning and active listening
● planning and organisational skills to take responsibility for monitoring an operational plan
to determine performance against operational goals
● leadership skills to communicate with and motivate underperformers, facilitate
performance management discussions and collaborate to achieve business outcomes
● numeracy skills to monitor expenditure of financial resources

● knowledge of models and methods for operational plans

● knowledge of the relationship between an operational plan and organisational objectives
● knowledge of budgeting processes.
Appendix 1: Scenario – e-Commerce performance monitoring
Background to scenario
The BBQfun Board of Directors and the CEO have decided to implement an e-commerce strategy to maintain or
increase market share and revenue and satisfy customer needs in line with company strategic directions.

You have been hired as an external consultant to manage operational planning activities for BBQfun’s e-
commerce strategy.

Under the strategy, BBQfun would offer all products in an online store. Stock could be stored at no extra cost
at existing stores. Customers would cover delivery costs.

The BBQfun website now has e-commerce functionality. The website has been redeveloped to incorporate
this functionality in line with relevant technical specifications after you consulted with specialist managers.
Existing
infrastructure, such as office and store configurations, has been adapted to the new strategy. Additionally, assets
such as delivery vehicles have been acquired. New staff has been recruited and existing staff retrained or
informed of the e-commerce strategy and associated operational and performance targets.

All resourcing should have been acquired and operations undertaken in accordance with relevant external
standards, such as legislation and codes of practice, and internal standards, such as organisational policies and
procedures and performance targets.

It is now 1 January 2014. e-Commerce operations are expected to be underway by 1 October 2014.

Scenario task
You will need to plan monitoring activities for ongoing customer service activities, website
maintenance, and revenue generation over the financial year from the start of
implementation. You will then need to analyse performance data for the second quarter of the
financial year.
You will then need to coach an underperforming employee in accordance with the BBQfun
performance management policy and previously developed contingency planning (the
planning developed for Assessment Task 1).
Finally, you will need to prepare and present a report with recommendations for operational
improvement to the Operations General Manager.
Note: You may consider the management team of BBQfun including team leaders in warehouses to be
resources for the monitoring of performance. Use description of their roles in operational planning
when assigning responsibilities.
Note: Financial reporting is completed by the CFO at the end of each quarter of the financial year.
Employee performance is gathered by store managers, sales and marketing managers (online staff) and
compiled by the HR Manager at the end of each quarter.

Individual performance data

The following performance data is available for Lee Waters:

KRA Target KPI Result

Quality of 1% error rate % of 10%
online informational or
sales and order mistakes
service
Speed <10 minutes per interaction Average time 20 minutes
of to completion
service
(online)
Financial $30,000 sales $ sales $20,000

Professional Participate in 2 hours of Training hours 0 hours

developmen sales training per
t month.
 Organisational performance
Information from the Sales and Marketing Manager
A discussion with the Sales and Marketing Manager has provided you with the following information.
The Sales and Marketing Manager has been tracking progress against the following key performance
indicators (KPIs):
1. Quality of online sales and service is measured in: % of mistakes made by a customer service
employee when providing information or making an order. The target is 1%. Currently the rate
of mistakes made is 10%.
2. Speed of online sales and service is measured in average time to resolve a customer enquiry.
The target is <10 minutes. Currently, the average time to complete an online enquiry is 20
minutes.
3. Average delivery speed is measured in the average time in days from the order being made to
the customer receiving delivery of the product. The target is three days from order to delivery.
Currently, the average delivery speed is three days.
4. Revenue success is measured in the amount of revenue generated in dollars. The target is
$300,000 in sales per quarter, which would make an $80,000 profit per quarter. In the second
quarter this financial year, we generated $250,000 in revenue, providing a profit of $40,000
for the quarter.

Further to the KPIs, the Sales and Marketing Manager provides more information on each area of
performance.
Quality of online sales and service:
● Staff not familiar with product line, even after training.
● Staff do not understand CRM (customer relationship management) systems and
ordering processes.

● Staff do not understand product line. Unable to locate information.

● Poor communication lines.
● No job aids or support from management.
● No ongoing performance management as per company policy.
● Low staff morale: complaints of back pain and distractions in
environment. Speed of online sales and service:
● Many customers abort interaction due to length of time for order completion.
● Some extra time taken because of lack of skills and knowledge.
● Some time taken because of poor website maintenance and occasional downtime.
 Speed of delivery:
● Driver team leader is exceptional motivator.
● Driver morale is high.
● Driver attendance of routine training and team briefings is at
100%. Online sales and revenue
● Some lack of sales may be due to poor customer service.
● Sales may pick up as awareness of online option through marketing actions increases.

In terms of our key actions, we’re tracking well. The website redevelopment has been completed
on time and to budget. The delivery trucks and forklifts have been acquired and put into operation
on time. In terms of recruitment, staff have been recruited on time, and the planned training has
been completed.
Information from the Chief Finance Officer (CFO)
A discussion with the CFO has provided you with the following information:
The CFO has been tracking progress against the following key performance indicators (KPIs):
1. Budget success is measured in % overrun/underspend. The target is 0% overrun. Currently
there is a budget overrun of 10%. Cost overruns are due to:
○ wastage from order mistakes and over-stocking due to misuse of system

○ overtime due to overly long customer interactions.

2. The timeline for the e-commerce project is to have the e-commerce activities implemented by
1 October 2014. Currently the implementation is on track.

In addition to these key performance indicators, we have identified a number of risks that all
need immediate action:
● The training program has not been adequate to cover required skills and knowledge. Training
has been too short and insufficient to be effective.
● Staff are unable to perform roles due to lack of support in job roles and ongoing
training, coaching.
● Website downtime contributes to increased service and sales disruptions.
● Sales continue to perform under target.

● On that last risk, I think sales may need to be more closely monitored.
Customer needs and changing market conditions/competition may need to be
reassessed and addressed.
Appendix 2: Action Plan Template

Milestone: Action and/or objective Date Person Budget or resources

(to achieve strategic aims of physical or responsible (where applicable)
human resourcing)
 Assessment Task
3

Appendix 3: Performance management plan template

Name/position: Manager: Review period:

Reference from Key result area Indicator of success/ By Status

operational plan performance when report

Assessment Task 3 10
BSBMGT517 Manage operational plan
Sep 18
 Manager’s comments: Signature:

Date:

Staff member’s comments: Signature:

Date:

Appendix 4: Coaching plan template

Employee:
Coach/Manager:
Date of session:
Questions
Goal
 Reality

Options

Will

Appendix 5: Operational Plan Status Report template

BBQfun operation plan status report Date:

Plan goal Implement e-commerce strategy Department Operations

Plan Person Project Officer

● redevelop website and
objective/s responsible
acquire physical resources
● recruit and train staff
● achieve profit targets
● adhere to budget
● adhere to timelines.

Key performance indicators Current Comments

status (Red,
Green,
Amber)
Key action update
Key action Accomplishments Comments

Risk update
Risk Contingency Comments

1.
2.

3.

4.

General comments
 ● Gurmeet kaur
● 10821170
● Sam
● 2 May 2021
● 6 May 2021

BBQfun monitor and review operational performance

A. Budgetary and financial performance

Riz Mehra, Chief Financial Officer is responsible for preparing quarterly financial statements and overall
budgeting. Riz is also responsible for overseeing budgets for cost centres and individual projects.

B. Productivity performance

Sam Lee, Marketing Manager is responsible for the management of all aspects activities of marketing.
Kim Chen, Operations General Manage is responsible for the day-to-day running of the company and
responsible for sponsoring projects that affect operations of the organisation as a whole.

C. Employee performance in line with performance management policy

BBQfun have been hired as an external consultant to manage operational planning activities for BBQfun’s
e-commerce strategy.

Les Goodale, Human Resources (HR) Manager will need to coach an underperforming employee in
accordance with the BBQfun performance management policy

D. Milestone achievement and performance against targets

The Sales and Marketing Manager has been tracking progress against the following by key performance
indicators (KPIs).

E. Dates for monitoring activities in line with scenario

It is now 1 January 2017. E-Commerce operations are expected to be underway by 1 October 2017.
F. Resources for monitoring

All resourcing should have been acquired and operations undertaken in accordance with relevant external
standards, such as legislation and codes of practice, and internal standards, such as organizational policies
and procedures and performance targets.

G. Progress reporting at the end of each quarter to the Operations General Manager

Financial reporting is completed by the CFO at the end of each quarter of the financial year. Employee
performance is gathered by store managers, sales and marketing managers (online staff) and compiled by
the HR Manager at the end of each quarter.

H. Regular performance management of online staff and lodgement of records with the HR
Manager.

Performance management is a process by which HR managers and employees work together to plan,
monitor and review an employee’s work objectives and overall contribution to the organization. More than
just an annual performance review, performance management is the continuous process of setting
objectives, assessing progress and providing on-going coaching and feedback to ensure that employees are
meeting their objectives and career goals.

Appendix 2: Action Plan Template

Milestone: Action and/or objective Date Person Budget or resources

(to achieve strategic aims of physical or responsible (where applicable)
human resourcing)
Identify plant and equipment 15/09/2017 Sam Lee Delivery trucks:
Marketing $50,000×6=$300,00
Manager 0
Forklifts:
$10,000×3=$30,000

Promotional costs 20/09/2017 Sam Lee $300,000

Marketing
Manager
Website developers 22/09/2017 Sam Lee $100,000
Marketing
Manager
Training staff 1/10/2017 Les Goodale $24,000
Human
Resources
Recruitment 7/10/2017 Les Goodale $30,000
Human
Resources
Management change leadership training 10/10/2017 Kim Chen $27,000
Operations
General
Manager
Warehouse and office reconfiguration 15/10/2017 Kim Chen $50,000
Operations
General
Manager
4 online staff as additional staff 15/10/2017 Les Goodale $480,000
Human
Resources
4 warehouse staff as additional staff 15/10/2017 Les Goodale $480,000
Human
Resources
6 delivery drivers as additional staff 15/10/2017 Les Goodale $720,000
Human
Resources
Evaluate tenders and measure supplier 16/10/2017 Sam Lee $100,000
performance through maintenance, features, Marketing
future-proofing and quality Manager
Placing order and following ups 17/10/2017 Sam Lee
Marketing
Manager
 Contingency Plan

Company name: BBQfun

Name of person developing the plan: Gurmeet Kaur

Who was consulted as part of this plan?

Name: Pat Mifsud

Position: CEO

Risk identified: High risk of employee underperformance

Strategies/activities to minimise the risk By when By whom

A good leader always follows up with employees. Give 1/10/2017 Les Goodale
that person as much feedback as possible.

Setting goals for employees to work towards 1/10/2017 Kim Chen

Providing opportunities for further training or education 1/10/2017 Les Goodale

Set more training and work shop cover all required skills 2/10/2017 Les Goodale
in order to improve their skills and knowledge.

Contingency plan template

 Assessment Task
3
Encouraged and incentivize staff to follow performance in 2/10/2017 Les Goodale
all areas relevant to operational and strategic goal.

Appendix 3: Performance management plan template

Name/position: Kim Chen Manager: Lee Goodale Review period:

Operational General Manger Human Resource Manager 1 January 2017

Reference from Key result area Indicator of success/ By Status

operational plan performance when report
10 % of Quality of online sales Target = 1% error 31/10/2 complete
information or and service 017
order mistakes

Average time to Speed of service Target < 10 minutes 31/10/2 complete

completion = 20 (online) 017
minutes

Budget: 10% Financial Target = $30,000 sales 31/10/2 Outstand

overrun 017 ing
Online sales and
revenue

Training hours 0 Professional Participate in 2 hours 31/10/2 complete

Hours (No Training development of sales training per 017
at all) month
100% of stuff are able
to succeed

Assessment Task 3 10
BSBMGT517 Manage operational plan
Sep 18
 Engaging with Staff team leader is Driver attendance or 31/10/2 complete
customers through exceptional motivator routine training and 017
marketing, research Staff team briefings is at
and personalized morale is high 100%
service.

Manager’s comments: Action needs to Signature:

be taken immediately.

Date: 31/10/2017

Staff member’s comments: Immediate action Signature:

need to be taken.

Date: 31/10/2017

Appendix 4: Coaching plan template

Employee: VHOY
Coach/Manager: KIM CHEN
Kim of session: 1-7 January 2017
Chen
Date
Questions
Goal What is the aim of this discussion?

What would you like to happen?

What result are you trying to achieve?

 Reality What is happening now? Can you please be as precise as possible?

Have you already taken any steps towards your goal?

How would you describe what you did?

Options Who else might be able to help?

What could you do to change the situation?

Please tell me what possibilities for action you see.

Will What resources can help you? Is there anything missing?

Is there anything else you wish to talk about these?

A. a description of budgetary and financial performance

 A budget is the financial description of an action plan outlining how you will use your money, based
on knowledge and assumptions against which you will measure your actual performance. It is
important to be honest about what you can manage in income and expenditure, so that you develop a
realistic budget that helps you weather the unexpected throughout the year.

 Riz Mehra, Chief Financial Officer is responsible for preparing quarterly financial statements and
overall budgeting. Riz is also responsible for overseeing budgets for cost centers and individual
projects.
B. a description of productivity performance

 To economists, productivity is the efficiency with which firms, organizations, industry, and the
economy as a whole, convert inputs (labor, capital, and raw materials) into output. Productivity grows
when output grows faster than inputs, which makes the existing inputs more productively efficient.
Productivity does not reflect how much we value the outputs — it only measures how efficiently we
use our resources to produce them.

 Sam Lee, Marketing Manager is responsible for the management of all aspects activities of
marketing.

 Kim Chen, Operations General Manage is responsible for the day-to-day running of the company and
responsible for sponsoring projects that affect operations of the organization as a whole.

C. an analysis of milestone achievement and performance against targets

 The Sales and Marketing Manager has been tracking progress against the following by key
performance indicators (KPIs).

D. three recommendations for operational improvement

 Training staff to understand CRM systems, ordering processes and product line.

 Driver team leader is to motivator.

 Promote a culture of open communication.

 Appendix 5: Operational Plan Status Report template
BBQfun operation plan status report
Plan goal Implement e-commerce strategy
Plan
● redevelop website and
objective/s
acquire physical resources
● recruit and train staff
● achieve profit targets
● adhere to budget
● adhere to timelines.
Key performance indicators
status (Red,
Quality of online sales and service Red
a. % of information or order mistakes =
10%
(Target: 1%)
Speed of service (online) Red
a. Average time to completion: 20
minutes (Target:<10 minutes)
Date:
Department Operations
Person Project Officer
responsible
Current Comments
Green,
Amber)
1. Staff not familiar with product line,
even after training.
2. Staff does not understand CRM
systems and ordering processes.
3. Staff does not understand product line.
Unable to locate information.
4. Poor communication lines.
5. No job aids or support from
management.
6. No ongoing performance management
as per company policy
7. Low staff morale: complaints of back
pain and distractions in environment.
1. Many customers abort interaction due
to length of time for order completion.
2. Some extra time taken because of lack
of skills and knowledge.
3. Sometime taken because of poor
website maintenance and occasional
downtime.
Speed of delivery Green
a. Average time to delivery: 2days 1. Driver team leader is exceptional
motivator.
(Target: 3 days) 2. Driver morale is high.
3. Driver attendance of routine training
and team briefings 100%.
Online sales and revenue = $250,000 Amber
(Target: 300,000) 1. Some lack of sales may be due to poor
a. Profit = $40,000 customer service.

($ Target: 80,000)
Budget: 10% overrun Amber
Cost overrun due to:
1. Wastage from order mistakes and
over-stocking due to misuse of system.
2. Overtime due to overly long customer
interactions

Timeline: 1 October implementation Green

1. Implementation on track
2. E-commerce underway.
Key action updates
Risk
The training program has not been
adequate to cover required skills
and knowledge. Training has been
too short and insufficient to be
effective.
Staffs are unable to perform roles
due to lack of support in job roles
and ongoing training, coaching.
Website downtime contributes to
increased service and sales
disruptions.
Sales continue to perform under
target.
Key action
Redevelop website and acquire
physical resources
Recruit and train staff
Risk update
Contingency Comments
BBQfun should provide Action needs to be taken immediately.
staff training for existing
staff or hire new staff that
cover required skills and
knowledge.
BBQfun may transfer Action needs to be taken immediately.
staff to the different
department if the staff is
underperformance in the
specific job.
Provide alternative ways Action needs to be taken immediately.
for service and sales such
as contact email, phone
call or fax.
Set up marketing Action needs to be taken immediately.
campaigns in order to Sales may need to be more closely monitored
increase sales
performance.
Accomplishments Comments
Well done team
1. Redevelopment complete on
time and on budget.
2. Delivery trucks and forklifts
acquired and operational on
time.
1. Recruitment complete on time. Well done team
2. Training complete on time.
 Assessment Task
3
General comments
Customer needs and changing market conditions/competition may need to be reassessed and addressed.

Assessment Task 3 10
BSBMGT517 Manage operational plan
Sep 18
 Assessment Task
3

Assessment Task 3 11
BSBMGT517 Manage operational plan
Sep 18